RECAP SESSIONS 1 TO 3• Leadership (models, levels, good/ bad)• Social Change (v/s charity, challenges)• Root Cause Analysis• Citizenship (Citoyenneté + Civisme)• JFK Speech• Communities (bridging and bonding)• Sketch on good and bad citizenship
5 levels of LeadershipI. Position: Rights - People follow you because they have to.II. Permission: Relationships - People follow because they want to.III. Production: Results - People follow because of what you have done for the country/ organization / team.IV. People Development: Reproduction - People follow because of what you have done for them.V. Personhood: Respect - People follow because of who you are and what you represent.
“If leaders are to be successful, they must first lead themselves.” (John Maxwell)
Community Value Citizenship Believing in a process whereby an individual and/or group become responsibly connected to the community and to society through some activity. Recognizing individuals and groups have responsibility for the welfare of others.
JFK SPEECHask not what your country can do for you;ask what you can do for your country
COLLABORATION• Collaboration – The social change model defines collaboration as, “working together toward common goals by sharing responsibility, authority, and accountability in achieving these goals.”
COLLABORATIONNot to be confused with…• Competition – Work hard to do better than others• Co-operation – helps each party to achieve its own individual goals, not common goals• Compromise – involves a party losing something in order to accomplish goals
COLLABORATIONIs about…• Common Aims, Vision• Sharing Responsibility, Commitment• Focusing on Talents, Synergy…in order to DO something!
DIVERSITY• Diversity is an essential part of collaboration and multiplies group effectiveness by taking advantage of multiple talents and points of view to generate innovative ideas and solutions.
DIVERSITY• Individuals of diverse backgrounds bring unique values, learning styles, opinions and attitudes to a group.• Although challenges may arise, the benefits outweigh them significantly.
MAKING IT WORK• Personal Work – understanding one’s own values and beliefs as well as developing Consciousness of Self
MAKING IT WORK• Building Trust – informal exploring (getting to know other people’s values and backgrounds), – sharing ownership (members must take control of the leadership process), – celebrating success (helps promote energy and renewal), – creating powerful, shared experiences to bolster group goals
MAKING IT WORK• Communicating – Listening – Paying attention to what others have to say – Communicating Early and Clearly – Using Observations
AFTER SESSIONS 1,2,3• Has your understanding of Leadership changed?• Do you have a clearer picture of what the LDP is about?• What are your expectations from the LDP?• Do you feel you have started to change?
OBJECTIVES OF SESSION 4• By the end of this session, participants will be able to: – Describe the three key components of Common Purpose – Engage others within a group to generate shared Visions, Aims and Values – Identify or Develop Common Purpose within groups that they are part of – analyze the role of common purpose within other aspects of the Social Change Model of Leadership Development
THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE• Conscience of Self • Citizenship• Congruence• CommitmentIndividual Values Society / Community Values
Group Values• Collaboration: – Working with others in a common effort, sharing responsibility, authority, and accountability.• Common Purpose: – Having shared aims and values. Involving others in building a group’s vision and purpose.• Controversy with Civility: – Recognizing 2 fundamental realities of any creative group effort • 1) differences in viewpoint are inevitable • 2) such differences must be aired openly but with civility.
COMMON PURPOSE• Common Purpose has 3 key components: – its occurrence within groups – its presence in shared visions, aims, and values – and its role in working with others.
COMMON PURPOSE 1 - GroupsWhat is a Group? – Groups contain more than just a single person – Groups strive to achieve a certain purpose or goal – Groups involve some sort of interaction, cooperation, or commitment to the common goal
COMMON PURPOSE2 – shared Vision, Aims, ValuesDefinitions• Vision: What is the group’s ideal future?• Aims: Why does the group exist?• [Core] Values: How do group members agree to treat themselves and each other
COMMON PURPOSE2 – shared Vision, Aims, ValuesCP is a Steadying and Bonding Force if• it has truly originated from the group• the group is truly invested in that common purpose• it is fully embraced by all members of a group, not just its leaders.
COMMON PURPOSE 3 – Working Together• Decision making: 6 methods, depending on context, the type of decision, and time available for discussion – Decision by authority without discussion – Decision by authority after discussion – Expert member – Average members’ opinions – Majority control – Minority control
COMMON PURPOSE 3 – Working TogetherDecision making – Consensus – does not necessarily imply that everyone is satisfied – requires that all team members have been given the opportunity to share their thoughts, are comfortable with the decision, and are willing to support its implementation (Rayner, 1996). – can be a very difficult thing to achieve and is not necessarily always the best option.
COMMON PURPOSERelated Concepts :• Personalized vision - Created when the “person in charge” comes up with their own vision or plan and passes it on to other group members or subordinates.• Socialized vision - Constructed when group members collectively contribute toward developing their group’s purpose and aims.• Consensus - Method of group decision-making in which all group members have had the opportunity to voice their concerns and are comfortable enough with the decision to support its implementation, regardless of whether all or most group members fully agree with the decision (Rayner, 1996).
COMMON PURPOSEChallenges• A person’s inflexibility with engaging others in their own personalized vision.• A group becoming paralyzed within the process of developing a socialized vision.• Regularly revolving memberships make it difficult to keep the group’s vision and common purpose meaningful.